The document discusses how sales growth can cause problems for businesses if not properly managed through effective supply chain planning. It notes that without accurate forecasting and demand planning, businesses experience issues like fluctuating inventory levels and costs, lost sales from stockouts, and excess inventory requiring costly corrective actions. The document advocates adopting a new approach leveraging data and analytics to precisely forecast demand based on influencing factors and optimize inventory ordering to meet demand while controlling costs. Case studies show how other businesses significantly improved key metrics like inventory levels, sales, profits, and service through advanced supply chain planning.
Sage Inventory Advisor is a cloud-based inventory optimization solution that integrates with Sage ERP systems. It analyzes sales, purchasing, and supply chain data to forecast demand and recommend optimal replenishment levels. This helps businesses minimize stockouts and overages while maximizing profits. The solution classifies SKUs, detects potential problems, and monitors key metrics and supplier performance. It provides real-time recommendations to keep inventory levels aligned with policies. Sage Inventory Advisor is affordable and accessible from any device, providing an ROI-boosting way to optimize inventory.
Taking the Guesswork out of Pipelines and ForecastsThe Naro Group
A healthy pipeline has velocity, with sales deals always moving. They are either continuously moving down the funnel towards a predictable closing date, or if an opportunity has lost momentum, it's qualified out of the sales pipeline altogether. This kind of pipeline has self-validating principles at each step in the sales process, with specific measures that help you understand not only where the real opportunities are, but also how your sales people are performing and what deals you can truly expect to close.
Presented by Richard Brooks at the ALC conference in Las Vegas NV. Explores the realtionship/importance of strategic sales management, marketing and key account management. Moves on to present models around the life-time value of clients to an organisation and how this changes as firms develop.
Need to strengthen collaboration Retailer-Supplier?
If manufacturers and retailers wish to achieve top performance under the new commercial scenario, they must re-define the rules of the game, develop an integrated vision of opportunities and threats to be faced and push the limits of collaboration to unprecedented levels. Not easy, but possible.
Our Model of Cooperation for Growth
At TMC Consulting we have developed an innovative planning model that ensures integration and team effort. The advantage of this model is that the end result is an Account Plan built with the joint effort and collaboration of the industry and retailers, focusing on the most relevant and shared opportunities to generate value for all players.
A top down analysis of current corporate strategy models/framework, a look into the psychology of selling, the importance of brand value, price's relationship to the bottom line and portfolio management.
Presented to a lively audience of international entrepreneurs in Vilnius, Lithuania at the annual ALTC Conference.
„Auginkime savo verslą. Auginkime savo komandą“
“Growing Our Business. Growing Our Team”
This is a white paper I wrote a couple of years ago on the knotty subject of segmentation. I\'ve found that 90% or more of segmentation projects do not meet the original objectives. It amazes me that most of the planet persists in making the same mistakes on segmentation again and again. Many segmentation frameworks last about as long as the tenure of the CMO. Then the CMO is replaced and a new one is launched! I\'ve tried to outline the main pitfalls and how you avoid them. Comments welcome.
Learn about the 10-Step Strategic Account Alignment Process:
- See the 10-step account planning and implementation process using real-world examples
- Focus on 3 of the biggest challenges facing strategic account management programs
- Learn the unique approach that Global Partners uses for the account planning and management process
Cegos Benchmark For Effective Kam In The 21st Century D Fleiter 2011 07 23DieterFleiter
This document discusses effective key account management strategies for the 21st century. It outlines 12 key elements: 1) clear account selection criteria and de-selection rules, 2) account strategies driven by corporate strategy, 3) clear competitive strategies, 4) senior management attention, 5) multidisciplinary teams, 6) high calibre account managers, 7) adding measurable value, 8) cost reduction focus, 9) simple performance measures, 10) defined roles and incentives, 11) enhanced knowledge, and 12) short action plans and reviews. Companies that implement these elements achieve better returns than those who do not follow a strategic approach to key account management.
Sage Inventory Advisor is a cloud-based inventory optimization solution that integrates with Sage ERP systems. It analyzes sales, purchasing, and supply chain data to forecast demand and recommend optimal replenishment levels. This helps businesses minimize stockouts and overages while maximizing profits. The solution classifies SKUs, detects potential problems, and monitors key metrics and supplier performance. It provides real-time recommendations to keep inventory levels aligned with policies. Sage Inventory Advisor is affordable and accessible from any device, providing an ROI-boosting way to optimize inventory.
Taking the Guesswork out of Pipelines and ForecastsThe Naro Group
A healthy pipeline has velocity, with sales deals always moving. They are either continuously moving down the funnel towards a predictable closing date, or if an opportunity has lost momentum, it's qualified out of the sales pipeline altogether. This kind of pipeline has self-validating principles at each step in the sales process, with specific measures that help you understand not only where the real opportunities are, but also how your sales people are performing and what deals you can truly expect to close.
Presented by Richard Brooks at the ALC conference in Las Vegas NV. Explores the realtionship/importance of strategic sales management, marketing and key account management. Moves on to present models around the life-time value of clients to an organisation and how this changes as firms develop.
Need to strengthen collaboration Retailer-Supplier?
If manufacturers and retailers wish to achieve top performance under the new commercial scenario, they must re-define the rules of the game, develop an integrated vision of opportunities and threats to be faced and push the limits of collaboration to unprecedented levels. Not easy, but possible.
Our Model of Cooperation for Growth
At TMC Consulting we have developed an innovative planning model that ensures integration and team effort. The advantage of this model is that the end result is an Account Plan built with the joint effort and collaboration of the industry and retailers, focusing on the most relevant and shared opportunities to generate value for all players.
A top down analysis of current corporate strategy models/framework, a look into the psychology of selling, the importance of brand value, price's relationship to the bottom line and portfolio management.
Presented to a lively audience of international entrepreneurs in Vilnius, Lithuania at the annual ALTC Conference.
„Auginkime savo verslą. Auginkime savo komandą“
“Growing Our Business. Growing Our Team”
This is a white paper I wrote a couple of years ago on the knotty subject of segmentation. I\'ve found that 90% or more of segmentation projects do not meet the original objectives. It amazes me that most of the planet persists in making the same mistakes on segmentation again and again. Many segmentation frameworks last about as long as the tenure of the CMO. Then the CMO is replaced and a new one is launched! I\'ve tried to outline the main pitfalls and how you avoid them. Comments welcome.
Learn about the 10-Step Strategic Account Alignment Process:
- See the 10-step account planning and implementation process using real-world examples
- Focus on 3 of the biggest challenges facing strategic account management programs
- Learn the unique approach that Global Partners uses for the account planning and management process
Cegos Benchmark For Effective Kam In The 21st Century D Fleiter 2011 07 23DieterFleiter
This document discusses effective key account management strategies for the 21st century. It outlines 12 key elements: 1) clear account selection criteria and de-selection rules, 2) account strategies driven by corporate strategy, 3) clear competitive strategies, 4) senior management attention, 5) multidisciplinary teams, 6) high calibre account managers, 7) adding measurable value, 8) cost reduction focus, 9) simple performance measures, 10) defined roles and incentives, 11) enhanced knowledge, and 12) short action plans and reviews. Companies that implement these elements achieve better returns than those who do not follow a strategic approach to key account management.
A Lost Sales Approach To Determining Inventory Levels At Retail Locations - ...Brian Egles
A lost sales approach to determining inventory levels at retail locations. Presented at SAP UK User Group Conference, Manchester 2010. Principles are valid for any inventory control/planning system.
[eBook] Essential Questions Every B2B Chief Customer Officer Needssnbozek
B2B Chief Customer Officers collect voice-of-customer data to learn about account health-- but are they asking all the right questions? Check out this list of essential questions that will guide B2B customer success teams to achieve their goals and how to get there.
How Great Processes Drive Business GrowthJoseRaul42
Great processes are essential for business growth and scaling. As a business grows, relying on intuition alone won't work and clear, standardized processes are needed across all departments like sales, production, communication and operations. These processes reduce complexity and friction so a business can focus on its core functions. Processes must be designed with scaling in mind from the start to avoid problems that can outpace growth. Digital tools can help create scalable, efficient processes.
ABB faces issues managing its key account with Caterpillar including unclear roles between the GAM and BUs, lack of coordination and focus on relationships. To address this, the document recommends that ABB 1) implement a Global Customer Management program to better coordinate management of the Caterpillar account globally, and 2) adopt a network-oriented perspective led by the GAM to foster joint value creation through collaboration with Caterpillar.
The panelists discussed challenges with analyzing trade promotion data from multiple sources and integrating that data to generate insights. Typical issues include data quality problems, different data definitions and formats between systems, and a lack of integration. Moving along the data and analytics continuum from descriptive to predictive to prescriptive analytics can help organizations overcome these challenges and improve collaboration both internally and with trading partners. This allows data to provide visibility into retail execution and drive prioritization of issues.
The document discusses how excess inventory leads to hidden costs for retailers. It provides three reasons why inventory levels often build up more than demand requires: 1) a lack of clear ownership of inventory levels, which are not properly monitored and managed; 2) an absence of an enterprise-wide perspective across functions like buying and fulfillment; 3) multiple interventions in the replenishment process that disrupt forecast accuracy and lead to overstocking. These excess inventory issues translate to challenges like increased handling and storage costs, which negatively impact profitability. The document proposes establishing clear inventory accountability and taking an integrated, enterprise-wide approach to replenishment to better manage hidden costs.
Utilize these 10 critical marketing metrics when measuring the value of your current marketing and sales strategy. Avoid 'paralysis by analysis' by using the three A's of marketing when determining which pieces of data to include.
This document analyzes three years of sales data for an online retail company using tools like Microsoft Azure, Hadoop, Hive, and Spark. It finds that Spark queries were faster than Hive queries. It also uses the Apriori algorithm to determine association rules between product subcategories, containers, and shipping modes. Graphs show trends in sales by province and customer segment. However, no correlation was found between holidays and increased sales. The analysis aims to help the company increase yearly revenues by predicting demand and optimizing pricing.
Being a High Performing Sales Organization Requires a Hard Reset on Conventio...Dennis Stoutjesdijk
Regardless of what has worked in the past, the unintended consequences of both technology advancement and buyer behavior is wreaking havoc on sales organizations. Whether you have a small sales force or a highly complex go to market strategy, there is no avoiding the reality that how we sell has forever changed. Tiffani will challenge conventional thinking, pushing sales to a more customer driven mindset and away from an internal productivity and performance based management style and outline what she thinks the modern sales force will look like in the future.
Growing business performance indicators: what to measureDaniel Plume
This document discusses key business performance indicators that small and growing businesses should measure. It outlines several sales performance metrics to track, including sales revenues, customer acquisition cost, building a typical customer profile, and size of gross margin. It also discusses measuring the sales funnel. For service performance, the document recommends measuring speed of service, cost to serve, customer loyalty and retention rates, and implementing a consistent customer service measurement. The overall goal is for small businesses to focus on the most important metrics that will help them navigate growth and scale their business successfully.
If you don’t raise your margin now, you might never pull it off as good times can distract us all from what’s important. Many distributors operate under what we in Iowa call the “Make hey while the sun shines” mentality. We are so busy taking care of business, we fail to carry out the truly strategic actions needed for long term sustainability. There are few things more strategic than fixing our margin situation. Now is the perfect time.
The document summarizes research conducted on the effects of the recession on small businesses. Surveys were distributed to small businesses in various locations to collect data on the recession's impacts and effective strategies for small businesses. The data was analyzed using various statistical techniques and showed that small business sales and customer spending have not significantly decreased during the recession. Retail businesses were not found to be the most profitable. Increasing customer service was identified as a more successful business strategy than lowering prices. The study provided recommendations for small businesses to focus on customer service and not assume the recession will necessarily hurt their business.
With growth slowing and cash getting tighter, now is the time to reduce the working capital tied up in receivables.
In the first of two China papers we focus on reducing trading risk and freeing up cash from receivables. In the second, we suggest that uncertainty can be exploited to grow market share and profitability.
The document provides tips for SaaS companies to focus priorities, improve metrics, rethink pricing and positioning, and adapt sales strategies during the COVID-19 crisis. Key recommendations include adding value to existing customers, assessing customer segmentation and value propositions, improving retention by reducing cancellation friction, using data to understand customer behavior and value, and prioritizing current customers over new sales through upselling and creative commercial offers.
Actionable Analytics must start with measuring the right data pointsBrian Plowman
The wholesale mobile phone business grew rapidly but began losing money despite increasing sales volumes. An analysis revealed that stocking too many unpopular phone models resulted in excess inventory that was difficult to sell. Additionally, focusing on small retailers that placed many low-value orders increased processing costs and led to losses on some orders. Tracking net profit and understanding cost drivers, rather than just sales metrics, was needed to uncover these issues hidden by outward signs of growth. Minimum order values were implemented and unprofitable customers were encouraged to find new suppliers, restoring the company's profitability.
The document discusses how to win SAP as a new client and build a strategic account relationship. It recommends moving from solution selling to consultative selling by understanding the client's business needs and demonstrating differentiated offerings that deliver new value. It also suggests building a strategic account model with the goals of deepening the relationship to increase mutual value through cooperation and interdependence over time.
The document discusses how InsightSquared can enable revenue operations teams with insights. It highlights how InsightSquared uses data, processes, metrics, and artificial intelligence to provide predictive forecasting, pipeline management, rep coaching, planning and analysis to teams including sales, marketing, and customer success. It concludes by noting InsightSquared aims to capture all relevant data, apply best practices, insights and AI to provide a better experience.
11 steps to success with Salesforce: adoption to addictionDaniel Plume
This document provides 11 tips for ensuring long-term success with Salesforce CRM implementation and adoption. It discusses the importance of documenting a clear CRM vision and metrics, continually reviewing customer-facing processes, focusing on data quality, keeping the system simple to use, requiring managers to use the system for meetings and coaching, and conducting regular reviews to maintain relevance. The overall message is that high user adoption requires alignment with business goals, ongoing training, and a system that reflects evolving business needs.
Summary: The science of re-establishing growth: when, where and how, Mark Rob...IngvildFarstad
Mark Roberge discussed frameworks for determining when, where, and how to scale a business. He explained that companies should begin scaling once they achieve product-market fit, which is reflected by strong customer retention rates rather than just initial sales. Since retention is lagging, companies need a leading indicator, such as a certain percentage of customers achieving critical events within a set time period. Other factors discussed include establishing leading indicators of unit economics based on daily activities, assessing channels and markets to determine where to scale, and separating scaling teams from experimentation teams.
Las redes sociales permiten estar informado de noticias y eventos en tiempo real a través de fotos y videos compartidos, facilitan la comunicación entre personas tímidas o inseguras, y pueden ayudar a encontrar oportunidades laborales. También son útiles para que empresas promocionen sus productos y servicios.
A Lost Sales Approach To Determining Inventory Levels At Retail Locations - ...Brian Egles
A lost sales approach to determining inventory levels at retail locations. Presented at SAP UK User Group Conference, Manchester 2010. Principles are valid for any inventory control/planning system.
[eBook] Essential Questions Every B2B Chief Customer Officer Needssnbozek
B2B Chief Customer Officers collect voice-of-customer data to learn about account health-- but are they asking all the right questions? Check out this list of essential questions that will guide B2B customer success teams to achieve their goals and how to get there.
How Great Processes Drive Business GrowthJoseRaul42
Great processes are essential for business growth and scaling. As a business grows, relying on intuition alone won't work and clear, standardized processes are needed across all departments like sales, production, communication and operations. These processes reduce complexity and friction so a business can focus on its core functions. Processes must be designed with scaling in mind from the start to avoid problems that can outpace growth. Digital tools can help create scalable, efficient processes.
ABB faces issues managing its key account with Caterpillar including unclear roles between the GAM and BUs, lack of coordination and focus on relationships. To address this, the document recommends that ABB 1) implement a Global Customer Management program to better coordinate management of the Caterpillar account globally, and 2) adopt a network-oriented perspective led by the GAM to foster joint value creation through collaboration with Caterpillar.
The panelists discussed challenges with analyzing trade promotion data from multiple sources and integrating that data to generate insights. Typical issues include data quality problems, different data definitions and formats between systems, and a lack of integration. Moving along the data and analytics continuum from descriptive to predictive to prescriptive analytics can help organizations overcome these challenges and improve collaboration both internally and with trading partners. This allows data to provide visibility into retail execution and drive prioritization of issues.
The document discusses how excess inventory leads to hidden costs for retailers. It provides three reasons why inventory levels often build up more than demand requires: 1) a lack of clear ownership of inventory levels, which are not properly monitored and managed; 2) an absence of an enterprise-wide perspective across functions like buying and fulfillment; 3) multiple interventions in the replenishment process that disrupt forecast accuracy and lead to overstocking. These excess inventory issues translate to challenges like increased handling and storage costs, which negatively impact profitability. The document proposes establishing clear inventory accountability and taking an integrated, enterprise-wide approach to replenishment to better manage hidden costs.
Utilize these 10 critical marketing metrics when measuring the value of your current marketing and sales strategy. Avoid 'paralysis by analysis' by using the three A's of marketing when determining which pieces of data to include.
This document analyzes three years of sales data for an online retail company using tools like Microsoft Azure, Hadoop, Hive, and Spark. It finds that Spark queries were faster than Hive queries. It also uses the Apriori algorithm to determine association rules between product subcategories, containers, and shipping modes. Graphs show trends in sales by province and customer segment. However, no correlation was found between holidays and increased sales. The analysis aims to help the company increase yearly revenues by predicting demand and optimizing pricing.
Being a High Performing Sales Organization Requires a Hard Reset on Conventio...Dennis Stoutjesdijk
Regardless of what has worked in the past, the unintended consequences of both technology advancement and buyer behavior is wreaking havoc on sales organizations. Whether you have a small sales force or a highly complex go to market strategy, there is no avoiding the reality that how we sell has forever changed. Tiffani will challenge conventional thinking, pushing sales to a more customer driven mindset and away from an internal productivity and performance based management style and outline what she thinks the modern sales force will look like in the future.
Growing business performance indicators: what to measureDaniel Plume
This document discusses key business performance indicators that small and growing businesses should measure. It outlines several sales performance metrics to track, including sales revenues, customer acquisition cost, building a typical customer profile, and size of gross margin. It also discusses measuring the sales funnel. For service performance, the document recommends measuring speed of service, cost to serve, customer loyalty and retention rates, and implementing a consistent customer service measurement. The overall goal is for small businesses to focus on the most important metrics that will help them navigate growth and scale their business successfully.
If you don’t raise your margin now, you might never pull it off as good times can distract us all from what’s important. Many distributors operate under what we in Iowa call the “Make hey while the sun shines” mentality. We are so busy taking care of business, we fail to carry out the truly strategic actions needed for long term sustainability. There are few things more strategic than fixing our margin situation. Now is the perfect time.
The document summarizes research conducted on the effects of the recession on small businesses. Surveys were distributed to small businesses in various locations to collect data on the recession's impacts and effective strategies for small businesses. The data was analyzed using various statistical techniques and showed that small business sales and customer spending have not significantly decreased during the recession. Retail businesses were not found to be the most profitable. Increasing customer service was identified as a more successful business strategy than lowering prices. The study provided recommendations for small businesses to focus on customer service and not assume the recession will necessarily hurt their business.
With growth slowing and cash getting tighter, now is the time to reduce the working capital tied up in receivables.
In the first of two China papers we focus on reducing trading risk and freeing up cash from receivables. In the second, we suggest that uncertainty can be exploited to grow market share and profitability.
The document provides tips for SaaS companies to focus priorities, improve metrics, rethink pricing and positioning, and adapt sales strategies during the COVID-19 crisis. Key recommendations include adding value to existing customers, assessing customer segmentation and value propositions, improving retention by reducing cancellation friction, using data to understand customer behavior and value, and prioritizing current customers over new sales through upselling and creative commercial offers.
Actionable Analytics must start with measuring the right data pointsBrian Plowman
The wholesale mobile phone business grew rapidly but began losing money despite increasing sales volumes. An analysis revealed that stocking too many unpopular phone models resulted in excess inventory that was difficult to sell. Additionally, focusing on small retailers that placed many low-value orders increased processing costs and led to losses on some orders. Tracking net profit and understanding cost drivers, rather than just sales metrics, was needed to uncover these issues hidden by outward signs of growth. Minimum order values were implemented and unprofitable customers were encouraged to find new suppliers, restoring the company's profitability.
The document discusses how to win SAP as a new client and build a strategic account relationship. It recommends moving from solution selling to consultative selling by understanding the client's business needs and demonstrating differentiated offerings that deliver new value. It also suggests building a strategic account model with the goals of deepening the relationship to increase mutual value through cooperation and interdependence over time.
The document discusses how InsightSquared can enable revenue operations teams with insights. It highlights how InsightSquared uses data, processes, metrics, and artificial intelligence to provide predictive forecasting, pipeline management, rep coaching, planning and analysis to teams including sales, marketing, and customer success. It concludes by noting InsightSquared aims to capture all relevant data, apply best practices, insights and AI to provide a better experience.
11 steps to success with Salesforce: adoption to addictionDaniel Plume
This document provides 11 tips for ensuring long-term success with Salesforce CRM implementation and adoption. It discusses the importance of documenting a clear CRM vision and metrics, continually reviewing customer-facing processes, focusing on data quality, keeping the system simple to use, requiring managers to use the system for meetings and coaching, and conducting regular reviews to maintain relevance. The overall message is that high user adoption requires alignment with business goals, ongoing training, and a system that reflects evolving business needs.
Summary: The science of re-establishing growth: when, where and how, Mark Rob...IngvildFarstad
Mark Roberge discussed frameworks for determining when, where, and how to scale a business. He explained that companies should begin scaling once they achieve product-market fit, which is reflected by strong customer retention rates rather than just initial sales. Since retention is lagging, companies need a leading indicator, such as a certain percentage of customers achieving critical events within a set time period. Other factors discussed include establishing leading indicators of unit economics based on daily activities, assessing channels and markets to determine where to scale, and separating scaling teams from experimentation teams.
Las redes sociales permiten estar informado de noticias y eventos en tiempo real a través de fotos y videos compartidos, facilitan la comunicación entre personas tímidas o inseguras, y pueden ayudar a encontrar oportunidades laborales. También son útiles para que empresas promocionen sus productos y servicios.
This document outlines an organizational structure with a headquarters office overseeing three production plants. It lists the headquarters office as "HQ" and the three plants as "Plant 1", "Plant 2", and "Plant 3". No other details are provided about the nature of the organization or operations of the individual units.
Este documento describe diferentes tipos y estrategias de búsqueda de información en Internet. Explica los buscadores y metabuscadores, así como cómo realizar una búsqueda efectiva mediante el uso de palabras clave específicas, búsqueda avanzada, comodines y redefinición de la búsqueda según los resultados. Además, ofrece consejos sobre el uso de mayúsculas, minúsculas y tildes para obtener resultados más precisos.
The document lists 10 technological advances from 2015 to 2006, including the Apple Watch in 2015, new Blackberry devices in 2014, next generation video game consoles in 2013, prototypes for transparent vehicles in 2012, improvements in solar panels in 2011, the original XBOX video game system in 2010, a new operating system in 2009, the introduction of USB 3.0 technology in 2008, advances in microchip technology in 2007, and the portable Nintendo Wii console in 2006.
O remetente escreve uma carta aos pais contando sobre sua vida e a de outros membros da família. Ele comenta que a irmã Laurinda está fazendo vestidos por encomenda e que o rapaz da família está estudando computadores, um emprego promissor. O remetente também pergunta sobre a situação da ribeira e das oliveiras da família, e diz que pode visitá-los no Natal.
Програмирай успешна 2016 с Ясен Николов и 7 Дни Сила
Уникален ноу-хау лично и ексклузивно за вас!
Анализ и характер на годината.
Технологии за неутрализация на вредните аспекти.
Технологии за усилване на полезните аспекти на 2016г.
Работа с целите за годината.
Автор и водещ: Ясен Николов
This document lists various occupations that people have, including doctor, policeman, postman, cobbler, florist, garbage collector, baker, singer, actor, cameraman, nurse, soldier, hawker, carpenter, chef, teacher, and pilot.
Este documento presenta tres puntos principales:
1. Describe los antecedentes de las normas ISO/IEC 9126 y 14598 sobre calidad de productos de software.
2. Explica la norma ISO/IEC 25010, que establece un modelo de calidad de producto software con 8 características y varias subcaracterísticas.
3. Detalla el proceso de evaluación de productos de software descrito en la norma ISO/IEC 25040, que consta de 5 fases: establecer requisitos, especificar la evaluación, diseñar
El colangiocarcinoma es un carcinoma epitelial que crece en el árbol biliar. Es la neoplasia de vía biliar más común y la segunda más común del hígado. Se clasifican en intrahepáticos y extrahepáticos, siendo estos últimos el 90% de los casos. El colangiocarcinoma tiene una sobrevida de 24 meses tras el diagnóstico y es más común en el sureste asiático.
Place eggs in a pot and cover with cold water, adding salt. Bring the water to a boil for two minutes then remove from heat and cover for [time] depending on how cooked you want the yolks. Drain the eggs and crack shells before peeling and serving.
La memoria RAM almacena los datos que el computador está usando actualmente de forma rápida y aleatoria. Existen diferentes tipos como EDO RAM, DRAM y SDRAM que se han vuelto más rápidas y de mayor capacidad con el tiempo. La RAM es un componente fundamental para el funcionamiento del computador ya que es por donde circula gran cantidad de información.
Given the numerous choices available and the speed of today’s commerce, reliance on the status quo is risky. Inaccurate, untimely, or imprecise supply chain planning will cost you dearly in customer loyalty, sales, margin…and potentially your business itself.
Retailers and distributors need to make changes in order to keep up with customers and ensure product availability - without creating pockets of excess and misaligned inventory that force costly corrective measures to meet customer demand.
BlueRidge-gartner-supply-chain-planning-magic-quadrant-2016-reportJ Christopher Pariseau
This document discusses demand forecasting and supply chain planning. It argues that traditional methods focus too much on forecasting individual items rather than customer behavior. Modern data and analytics allow understanding of factors influencing customer demand. This enables more accurate forecasting and supply chain planning. The document provides tips for improving forecast accuracy through demand segmentation. It also recommends building a continually optimized 365-day demand plan, achieving inventory alignment across channels, collaborating internally and externally, leveraging technology to automate tasks, considering real-world supply chain constraints, and using cloud-based solutions.
This document discusses demand forecasting and supply chain planning. It argues that traditional forecasting methods focus too much on individual items rather than customer behavior and influencing factors. Modern data and analytics allow understanding of why customers buy certain products. The document provides 7 keys to improving forecast accuracy and inventory management without increasing inventory: 1) segment demand by influencing factors, 2) create a 365-day demand plan, 3) align inventory across channels, 4) collaborate internally and externally, 5) leverage technology to automate tasks, 6) consider real-world supply chain constraints, 7) use cloud-based solutions. It concludes with research on evaluating supply chain planning systems.
Three common mistakes in sales that may be costing you dear customersVikram3859
Common mistakes in sales process that could be preventing your own sales progress. By collectively addressing these problems you can improve your sales bottom lines.
Shareholders vs Customers: Now is the time for a balanced equation in retailQuantum Retail
The document discusses balancing the needs of shareholders and customers in retail. It argues that focusing solely on one or the other leads to problems, as pleasing shareholders by cutting costs reduces customer satisfaction, while increasing inventory to please customers hurts profits. The author proposes that retailers use Quantum's inventory management system, called Q, to better understand customer demand and optimize inventory allocation at the store level, maximizing sales and margins while balancing shareholder and customer interests.
ANALYTICS PLAN TO REDUCE CUSTOMER CHURN AT YORE BLENDS Himabin.docxdaniahendric
ANALYTICS PLAN TO REDUCE CUSTOMER CHURN AT YORE BLENDS
Himabindu Aratikatla
University of the Cumberland's
March 22, 2020
Introduction
Yore Blends (YB) is a fictional online company dedicated to selling subscription-based traditional spice blends coupled with additional complementary products.
Yore Blends (YB) aspire to growing through mergers and acquisitions.
To do this, they need a strong customer base and steady revenue.
Yore Blends is concerned with the rate of customer churn.
Company’s Problem
Yore Blends has been in existence for years.
Nonetheless, the company is considering to expand through mergers and acquisition.
However, they are experiencing customer churn.
A considerable percentage of its clients don’t purchase their goods anymore.
As a result, the company needs to reduce customer attrition by at least 16%.
Causes for Customer Churn
Poor customer care service:
The company minimized rather than maximizing client cost
Bad onboarding:
Yore Blends clients failed to get value for the purchased products.
Clients might have lost interest in the company’s products.
Many companies think of customer service as a cost to be minimized, rather than an investment to be maximized. Here’s the issue with that: if you think of support as a cost center, then it will be. That is, if you don’t prioritize support and work to deliver excellent service to your customers, then it’s only going to cost you money…and customers. A disproportionate amount of your customer churn will take place between (1) and (2).
That’s where customers abandon your product because they get lost, don’t understand something, don’t get value from the product, or simply lose interest.
Bad onboarding – the process by which you help a customer go from (1) to (2) – can crush your retention rate, and undo all of that hard work you did to get your customers to convert in the first place.
4
Causes for Customer Churn (Cont.)
Limited customer success:
Lack of updates regarding new products
Extended absence of the company-client communication
Natural Causes:
Customers may have grown out of the products.
May have resulted due to Vendor switches might
While onboarding gets your customer to their initial success, your job isn’t done there. Hundreds of variables – including changing needs, confusion about new features and product updates, extended absences from the product and competitor marketing – could lead your customers away. If your customers stop hearing from you, and you stop helping them get value from your product throughout their entire lifecycle, then you risk making that lifecycle much, much shorter. Furthermore, Not every customer that abandons you does so because you failed. Sometimes, customers go out of business. Sometimes, operational or staff changes lead to vendor switches. Sometimes, they simply outgrow your product or service. (Salloum, 2016)
5
REASONS TO ANALYZE CUSTOMER CHURN
The company will be in a position to understand c ...
ANALYTICS PLAN TO REDUCE CUSTOMER CHURN AT YORE BLENDS Himabin.docxgreg1eden90113
ANALYTICS PLAN TO REDUCE CUSTOMER CHURN AT YORE BLENDS
Himabindu Aratikatla
University of the Cumberland's
March 22, 2020
Introduction
Yore Blends (YB) is a fictional online company dedicated to selling subscription-based traditional spice blends coupled with additional complementary products.
Yore Blends (YB) aspire to growing through mergers and acquisitions.
To do this, they need a strong customer base and steady revenue.
Yore Blends is concerned with the rate of customer churn.
Company’s Problem
Yore Blends has been in existence for years.
Nonetheless, the company is considering to expand through mergers and acquisition.
However, they are experiencing customer churn.
A considerable percentage of its clients don’t purchase their goods anymore.
As a result, the company needs to reduce customer attrition by at least 16%.
Causes for Customer Churn
Poor customer care service:
The company minimized rather than maximizing client cost
Bad onboarding:
Yore Blends clients failed to get value for the purchased products.
Clients might have lost interest in the company’s products.
Many companies think of customer service as a cost to be minimized, rather than an investment to be maximized. Here’s the issue with that: if you think of support as a cost center, then it will be. That is, if you don’t prioritize support and work to deliver excellent service to your customers, then it’s only going to cost you money…and customers. A disproportionate amount of your customer churn will take place between (1) and (2).
That’s where customers abandon your product because they get lost, don’t understand something, don’t get value from the product, or simply lose interest.
Bad onboarding – the process by which you help a customer go from (1) to (2) – can crush your retention rate, and undo all of that hard work you did to get your customers to convert in the first place.
4
Causes for Customer Churn (Cont.)
Limited customer success:
Lack of updates regarding new products
Extended absence of the company-client communication
Natural Causes:
Customers may have grown out of the products.
May have resulted due to Vendor switches might
While onboarding gets your customer to their initial success, your job isn’t done there. Hundreds of variables – including changing needs, confusion about new features and product updates, extended absences from the product and competitor marketing – could lead your customers away. If your customers stop hearing from you, and you stop helping them get value from your product throughout their entire lifecycle, then you risk making that lifecycle much, much shorter. Furthermore, Not every customer that abandons you does so because you failed. Sometimes, customers go out of business. Sometimes, operational or staff changes lead to vendor switches. Sometimes, they simply outgrow your product or service. (Salloum, 2016)
5
REASONS TO ANALYZE CUSTOMER CHURN
The company will be in a position to understand c.
Effective inventory control is important for cash flow because holding too much inventory ties up cash that could be used elsewhere in the business. Factors like late planning, overstocking discounted products, limited access to inventory data, and failing to adjust to trends can lead to poor inventory control and cash flow problems. Some causes of cash flow problems include seasonal fluctuations, late or non-payment from customers, high overheads, and bad debts. Solutions to improve cash flow involve auditing finances, freeing up assets, prioritizing credit control, negotiating supplier terms, and creating cash flow forecasts.
Effective demand planning - our vision at SolventureSolventure
As Solventure we proud ourselves of being experts in designing and implementing Sales, Inventory and Operations Planning.
Companies that have a good SiOP process can’t imagine how to live without it. It is the key instrument for the CEO to navigate the business along the budget towards its strategic targets. Demand Planning plays an important role in every SiOP process and is key to to make it successful.
This white paper, Effective Demand Planning, summarizes the vision we have distilled from the many projects we have done over the last 10 years.
This document discusses the importance of conducting lost business analysis to understand why customers chose competitors over your company. Lost business analysis involves systematically investigating the reasons for lost orders to help prevent future losses and improve competitiveness. Some key benefits include indicating what changes are needed to the products, services, pricing or other areas to win more bids and increase hit rates. The document provides a simple method for conducting lost business analysis by reviewing past quotations and bids to gather useful information like competitor pricing, reasons for losses, which models or sales representatives need improvement, and top competitors.
This document discusses how analyzing a company's customer data can provide valuable insights to accelerate growth. It makes the following key points:
1. Analyzing trends in customer behavior, lifetime value, sales channels and more can uncover opportunities within the existing customer base like cross-selling opportunities or customers who have drifted to competitors.
2. These insights must be turned into actions and strategies to increase revenue like changing go-to-market approaches or refocusing on more profitable customers.
3. Implementing the strategies developed from data analysis can be done through a growth partner who works on a performance-based model and provides tools and training to sustain growth independently over time.
This document discusses how analyzing a company's customer data can provide valuable insights to accelerate growth. It makes the following key points:
1. Analyzing trends in customer behavior, lifetime value, sales channels and more can uncover opportunities within the existing customer base like cross-selling opportunities or customers who have drifted to competitors.
2. These insights must be turned into actions and strategies to increase revenue like changing go-to-market approaches or refocusing on more profitable customers.
3. Implementing the strategies developed from data analysis can be done through a growth partner who works on a performance-based model and provides tools and training to sustain growth independently over time.
While most retailers focus on the inventory that is visible in their stores and distribution centres, too few pay attention to the hidden costs of high inventory.
The 6 Biggest Challenges You'll Face Growing a CompanyPatrick Henry
The document outlines 6 major challenges companies face during rapid growth:
1. Expanding sales teams and implementing sales processes while measuring key metrics.
2. Scaling manufacturing operations to meet increased demand through inventory management and production efficiency.
3. Hiring new employees quickly but maintaining quality and cultural fit by identifying bottlenecks.
4. Developing products and customer support functions through product marketing and filtering customer requests.
5. Shifting management focus from core product development to critical growth areas like sales, operations, and execution while balancing innovation.
6. Implementing documentation and repeatable processes as innovation shifts to incremental improvements during growth.
- The document introduces the concept of "Next Generation Supply Management" which aims to change traditional supply management practices to better align with current business needs.
- It argues that traditional metrics like supplier quality, on-time delivery, and pricing do not ensure lean supply chains as suppliers can "game the system" and appear to perform well through wasteful means.
- It proposes using a new primary metric called "Manufacturing Critical-path Time" (MCT) which measures the time it takes a manufacturer to fulfill an order through normal processing without pre-built inventory or other wasteful activities. This better indicates a supplier's true operational efficiency and lean performance.
Are you retaining your fair share of margin?Brian Plowman
1) Supply chains have a limited total amount of gross margin that must be shared among all businesses in the chain. Individual businesses are fighting to retain their share as pressures squeeze margins.
2) Many companies are unaware that increasing sales volumes can actually decrease overall profitability if the costs to process orders and serve some customers exceed the gross margins earned. Tracking net profit at the product and customer level is important.
3) Blind spots around hidden costs can lead businesses to make poor decisions that erode margins over time, such as taking on unprofitable customers or product categories. Conducting thorough cost analysis with the finance department is needed to identify sources of margin erosion and take corrective actions.
English - 1 - Balancing cash cost and service. The supply chain triangle.Bram Desmet
This article fits in a series of articles inspired by the book ‘Supply Chain Metrics
That Matter’. In her latest book Lora Cecere introduces ‘which are the metrics that
matter’, ‘how to ensure strength, balance and resilience’, what are the ‘evolutions
in different sectors’, …
In this first article, Bram tries to find the balance via the Supply Chain Triangle of
Service, Cost and Cash. Next articles will define ‘how to set balanced targets’ and
‘how to make choices in function of a chosen business strategy’. We hope you
enjoy the reading.
This document provides guidance on developing an effective sales strategy and forecast for a business. It recommends analyzing the current business position and customers to understand where the business stands. It then discusses creating a sales forecast based on past performance and market research to set targets. The document outlines steps to take such as keeping current customers, finding new customers, creating a budget, developing a sales plan, and monitoring progress.
Stay Sticky - How ISPs Reduce Customer ChurnZCorum
This document discusses strategies for reducing customer churn to boost profits. It defines churn as the percentage of customers who cancel service over a period of time. Tracking churn and categorizing reasons for cancellation allows a company to focus retention efforts. Reasons for cancellation can be outside a company's control, easily controllable through improvements, or possibly controllable through strategic changes. Reducing churn even slightly can significantly increase a company's growth rate and bottom line.
1. Sales Are
Booming!
Now I’ve Really
Got Problems
When you are in demand, you
need to deliver the goods - without
inflating costs and inventory.
2. blueridgeglobal.com Sales Are Booming! Now I’ve Really Got Problems | 2
So many retailers and distributors see a sales increase as a panacea, and yet
when sales do grow, problems arise faster than ever. You can pump up
inventories to get every sale, but then you’ll have to cut off the inventory spigot
when Finance protests about cash or cost issues. Without a clear resolution,
sales and costs sway back and forth like a pendulum.
For many, the pendulum effect is too familiar. Sales go up, inventory becomes
excessive; and then cash gets tight, inventory drops and customers are
disappointed.
The pendulum effect stems from the misalignment of inventory with potential
sales. More importantly, that misalignment, which is costing you revenue and
profit, has everything to do with your supply chain planning.
Without
a clear
resolution,
sales and
costs sway
back and
forth like a
pendulum
REDUCED MARGINS
OVERSTOCK
EXCESS COSTS
LOW INVENTORY
LOST SALES
DISAPPOINTED CUSTOMERS
3. blueridgeglobal.com Sales Are Booming! Now I’ve Really Got Problems | 3
The New
World
• Customers have more information and
purchasing options than ever before, they
make decisions faster than ever, and when
they decide they want something, they
want it immediately.
• Businesses have access to tremendous
amounts of data about their customers,
and they have a greater ability to leverage
that data to influence demand, precisely
plan for demand, and respond to changes
in demand.
• To avoid disappointing customers and missing
sales, retailers and distributors need to ensure
product availability, and they need to do so with-
out creating pockets of excess and misaligned
inventory and incurring excessive costs.
1
2
What Will You Do?
To some it’s a revelation that difficulty managing growth is caused by their
supply chain. For others, inconsistent results are often obscured, or it is an
accepted casualty of business. Whether you can’t see it or you’ve come to accept
it, you must deal with it.
We’ll spare you a speech about a new world and big data, but understand many,
maybe even your competitors, are already adapting and thriving. Take one auto-
motive distributor for example. CRP Industries, a supplier of both automotive and
industrial goods, has increased sales double digits without increasing their overall
inventory investment by a single penny.
This paper has two goals:
To brief you on how your supply chain planning approach is
fundamentally tied to financial and inventory performance issues.
Show you a new approach that will ensure an end to the
swinging pendulum, help you capture every sale, and keep
inventory and costs in check.
If you’re curious about how exactly the supply chain status quo is killing your
business, go ahead and read the next section: How Your Supply Chain Stunts
Growth. If you’ve already experienced the revelation that your supply chain
planning is flawed and are looking for a way out, by all means jump to the
Saving Commerce from the Status Quo section.
4. blueridgeglobal.com Sales Are Booming! Now I’ve Really Got Problems | 4
How Your
Supply Chain
Stunts Growth
You might not realize exactly how your supply
chain causes growth to be more pain than
panacea, but one imperfection in your
supply chain actually creates a ripple of
issues across the organization. Take a look
below at how these supply chain flaws are
manifested into recurring business problems.
If any of these situations are familiar to
your business, you may need to rethink the
way you approach your supply chain.
Lack of, or Inaccurate
Forecasting
Means you can’t effectively predict what
your customers will purchase from you.
This leads to excess inventory, stockouts,
slow turns, and relentless pendulum
swings in customer fulfillment and
inventory levels. With inadequate or
inaccurate forecasting, companies
are constantly stuck in a reactionary
mode, searching in vain for ways to
recover.
‘Siloed’ Information
Means that access to planning data
is inaccessible by the necessary depart-
ments within the company. This leads
to limited visibility, the inability to predict
future sales, and the inability to align
operations to maximize cash and profit
positions. Organizations may have difficulty
balancing merchandise, operational and
financial plans. A lack of communication
makes it difficult to track and improve
supplier performance, receive or stock
inventory effectively and efficiently, and
synchronize the goals of Merchandise,
Finance, Planning and Operations.
Imprecise Demand
Planning
Means you don’t effectively stock
inventories to fulfill demand at the proper
time. This produces both stockouts
and excess inventory that requires the
frequent need to take costly corrective
actions to get inventory in the right loca-
tion at the right time. Imprecision in the
demand plan contributes to reduced
margins, poor cash flow, warehouse
capacity issues, and more.
State of Distrust and
Acceptance of Status Quo
Means that you don’t trust the recom-
mendations of your solutions or your
staff, and ultimately you acquiesce
to the notion that you can do nothing
about it. This leads to loss of hope in
the possibility of effectively predicting
and planning, forcing the team to fall
into reactive habits, constantly fighting
fires, and simply accepting this is the
way things are.
1
3
2
4
5. blueridgeglobal.com Sales Are Booming! Now I’ve Really Got Problems | 5
The Smoking
Gun? Check
Your Supply
Chain Solution
The truth is that the problem is likely the way
your supply chain solution was designed. Too
many traditional supply chain solutions aren’t
focused enough on the intricacies of retail
and distribution supply chain conditions, and
they were designed in an era where today’s
rich data and relatively inexpensive computing
power weren’t available.
This means they use ambiguous data and too
many assumptions, estimations and averages.
With many of the variables that impact the
supply chain effectively ignored, you are left to
rely on imprecise recommendations that are
often inaccurate.
Here are some common problems with many status quo solutions:
The data that feeds the forecast is too vague. It doesn’t
provide for analysis, like – analyzing every single customer
transaction individually to understand what causes demand.
The forecasting method is incomplete. Doesn’t take
advantage of what influences demand, like – discounts,
events, advertisements, etc.
The planning method is imprecise. It doesn’t consider
current and future inventory levels across all locations, or
other practical realities of the supply chain, like - supplier
lines, ordering schedules, logistics constraints, capacity
limitations, holidays, etc.
The foundational approach may not be focused on
retail and distribution. The solution may be too generalized,
like - ERP, or solutions adapted from manufacturing, or credit
analysis, etc.
The recommendations for action are not precise or
transparent enough to gain the trust of the users and
management. Which causes manual intervention, like – costly
corrective actions to get inventory to the right location at the
right time.
6. blueridgeglobal.com Sales Are Booming! Now I’ve Really Got Problems | 6
Saving
Commerce
from the
Status Quo
Fortunately, death by statistical averages, estimates and assumptions is no
longer necessary. Now you can unravel the factors influencing customers to
buy, enabling companies to approach supply chain planning in a way that
affords tremendous precision and huge financial benefits.
With today’s advanced technology and analytics, we can analyze much more
than vague historical sales data. We can begin to understand the context and
influences behind customer buying decisions, including causal factors like
promotions, events, advertising, display impacts, price, SKU relationships and
more. This information is the vital to accurately forecasting what customers
will buy in the future and when they will buy it.
Accurately predicting which products your customers will buy and when they
will buy it is the first step to leveraging your supply chain for a better top and
bottom line. The second step is planning your inventory orders to suppliers in
the most economically optimized way possible, while still considering logistics
constraints such as supplier minimums, ordering schedules, etc. Due to the
computing power of the Cloud, you can now automatically calculate, with
economic optimization unique to your business, an entire year’s worth of
future inventory orders. And that order plan can be automatically updated
and adjusted as conditions change in your supply chain or in the market.
Your demand planners and inventory analysts will transform into strategic demand
planners that meet customer needs at the lowest possible risk and cost, making
them direct contributors to your bottom line.
Precision inventory planning and rapid
response to changing conditions (internal
and external) are the keys to eliminating
lost sales, increasing turns and improving
margins at the same time.
7. blueridgeglobal.com Sales Are Booming! Now I’ve Really Got Problems | 7
What’s at
Stake?
Having a hard time believing that changing your
supply chain approach could really have that
big of an impact? Leaders in various industries
have already started to capitalize on this newly
enabled understanding of the customer and
precision planning capabilities. By improving
supply chain planning, they have dramatically
improved key performance indicators (KPIs)
that directly contribute to increased profit and
margin.
Top 25 Foodservice Distributor
• Consistently attaining 99.65% service levels
• Reduced overstock by 25%
• Reduced lost sales by 40%
• Increased labor efficiency by 40%
Major North American Hardware Retail Chain
• Increased service levels by 2.5%
• Reduced excess inventory by 10%
Global Distributor of Industrial and Automotive Goods
• Grew sales by double digits
• Improved fill rate to greater than 95% without increasing inventory
• Brought backorders down to their lowest level in company history
Leading European Retailer of Safety Products and Cleaning Supplies
• Increased product availability by 8 percentage points
• Increased turns by 3.6
• Reduced inventory by 25%
Major HVAC Distributor
Accomplished the following in just 5 months
• Increased service levels by 4%
• Reduced inventory 25%
• Decreased orders by 31%
• Reduced overstock by 47%
• Achieved double digit growth
Regional Food Wholesale Distributor
• Increased revenue 12%
• Reduced inventory 14%
• Increased profits by 181%
181%
+40%efficiency
profit
increase
25%inventory
reduction
8. Like yours, these companies’ markets
are always in flux, with customer
behavior constantly shifting and new
competitors popping up every day;
yet, these market leaders are thriving.
Eliminating excess inventory and
increasing turns and service levels
is crucial to keeping cash in your
pocket and competitors at bay.
You can learn more about how these companies revolutionized their supply chain planning approach and are staying
ahead of the pack by contacting us directly at: www.blueridgeglobal.com/contact-us.
Or you can visit us on the web at www.blueridgeglobal.com.